Comparison of old and new

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The old-style cafeterias (Exhibit 2) were traditionally formed with a single line and all items served to the customer. Some move toward self-service had been made, but due to the poor design this was largely ineffective. The result was that long lines developed and there was more customer dissatisfaction.

It was decided early that the carvery, salad bars, and conventional cafeteria would be combined onto two floors, enabling the customers to circulate through a free-flow area, helping themselves to all items on the menu.

It was also decided to reject the idea of long counters open on one side, as these proved to be energy-, capital- and labor-intensive. New counters were designed that enabled customers to move around all four sides, helping themselves (Exhibit 4).

Needless to say, the caterers became concerned about the effect on portion control, so it was decided to price band all items where possible, seeking to control the portions of only high-cost items such as meat. Vegetables and salads could be freely taken by the customer in any quantity, the theory being that the likely increase in food usage would be more than offset by the saving in staff. Employees widely accepted this concept.

Another decision was to introduce a fast-food bar to the unit. During all service times, members of the kitchen staff took part in serving the food, to enable them to see the customers and vice versa.

Figure 3.2 Exhibit 3: Traditional cafeteria line.  

In the traditional cafeteria line bottlenecks occur when the first customer in line orders something that requires a wait. In an area of four square meters, only approximately two square meters are used for selling. Three servers and a cashier are required.  

Figure 3.3 Exhibit 4: Redesigned cafeteria line. 

In the redesigned cafeteria line, there are no bottlenecks. In an area of three square meters, all is used for selling. The serving area can be staffed by two servers and a cashier.  

This used the staff to greater effect and, incidentally, improved the food quality, as the cooks were forced to face the customers and give them the food that they had helped produce.

Other fundamental changes were made:

With this last step, the company moved away from employing separate cleaners, except for the rest rooms. Otherwise, all of the catering staff were expected to help clean the building.

The main features of the washing areas included:

These changes enabled the company to recruit and hold a number of key staff in an area that traditionally has a high turnover.

An early decision was made to include licensed facilities in the building and firmly link them to the service of food, with emphasis on soft furnishings and tables. This lessened their image as London bars; instead they were seen as an extension of the lunch service. Customer and staff alike welcomed the move.

The bar designs themselves were radically changed from those of the traditional London pub, all optics, beer pumps, and cash registers placed on the front of the bar to enable the bar staff to serve customers face-to-face. It was observed that the staff in the traditionally designed bar spent approximately 25 per cent of the time walking backward and forward. The design changes reduced this wasted movement by 25 per cent.

In addition, the storage cellar was moved to the same floor as the bar, with immediate access by bar staff. An automatic beer dispenser was installed.

As in all other areas, the designers and management consulted the workers who would be using the kitchen. As a result, a number of design features were built into the kitchens that enabled them to be operated hygienically, safely, and economically: